טכניון מכון טכנולוגי לישראל
הטכניון מכון טכנולוגי לישראל - בית הספר ללימודי מוסמכים  
M.Sc Thesis
M.Sc StudentHurvits Michal
SubjectThe Variables which Influence Managers Evaluations of Their
Subordinates Performance
DepartmentDepartment of Industrial Engineering and Management
Supervisor Ms. Hadas Haramati
Full Thesis text - in Hebrew Full thesis text - Hebrew Version


Abstract

This study examines the effects of managerial motivation and employee behavior on the way Annual Performance Evaluations (APEs) are completed. APEs are considered  an important managerial instrument that often influences the organization's performance, decision making process regarding bonus plans, promotions, termination, training needs etc'. 

37 mid-level managers in a large public organization in Israel served as the subjects of the study and completed a semi-structured APE for a total of 311 employees. Feedback is presented to the employees in a process often considered to lead to biased and inaccurate APEs.   

In addition, a specially designed questionnaire examining the manager's' views regarding their trust in the APE, anticipation of potential confrontation with the employees and the organization's expectancy toward high performance scores was administered. They were also asked to specifically evaluate each one of their employees in the sample as to how argumentative they might be during the annual feedback meeting. All 311 employees filled a self-evaluation form identical to the APE and at random 126 of them were asked to report on their attitudes towards the APE and their responses and behaviors which could effect the managers' motivation to provide an accurate evaluation.

  • A positive relationship exists between the managers' perceived expectation of them to provide high scores and the mean scores actually given by them.
  • A negative relationship exists between the manger's trust in the evaluating system and performance scores of the employees.
  • The higher the managers' perception of potential confrontation with the employee over the APE the higher the evaluation scores will be.
  • No differences will be found between the mangers' and the employee's attitudes towards the APE and the performance evaluation system.
  • The employees' self evaluations will be lower than those given by the managers.

Only the Fourth hypothesis was supported. However, a different pattern of APE completion was found among new and seasoned managers. The later have more trust in the performance evaluation system yet their level of trust does not influence their form completion behavior. They were not affected by environmental expectations for higher scores, possibly having "internalized" the system, they do not perceive the high scores as unusual. Alternatively, being more self-confident they simply "pay less attention" to the environmental demands. When facing more "argumentative" employees, they actually tended to give lower grades.  The younger mangers were influenced primarily by their trust in the performance evaluating system.